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As a manager, you control access to resources as well as social networks. Creating a communication environment open to change requires becoming more involved in the work experience. There are no shortcuts in developing a successful management style. To manage successfully requires a great deal of commitment and high levels of self-confidence, self-esteem, and professionalism on the part of management.
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This article outlines changes over the years in patients' vocational and industrial training at Whitby Psychiatric Hospital in Greater Metropolitan Toronto. The transition from traditional workshops to an integrated community-based vocational training program--supported employment--is discussed, as is the importance of partnership among the hospital, the client, and the employer for success in such a program.
The elderly population in the Chicago area benefits from an unusual home care aide program--one in which the aides also benefit: aides are drawn from the population receiving public assistance and given training that offers them a career ladder and opportunity they might otherwise not have had, all while helping others.
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This article describes how basic human needs and the needs of radiology departments can be integrated in a way that leads to personal and organizational growth. After discussing human and institutional needs, the author analyzes an advancement program used at one hospital and then presents a case study in effective staff development.
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Strategies for retaining and recruiting of imaging personnel must focus on job enrichment through personal and professional growth opportunities; support and recognition for continuing education activities that promote those goals; and compensation and benefit programs that are commensurate with increased expectations and responsibilities. In this article, the author describes the process used to develop and successfully implement a comprehensive, integrated strategic plan, whose central focus is a multi-modality career path. Also discussed are the benefits realized over the past two years in the Department of Diagnostic Radiology and Nuclear Medicine at Rush-Presbyterian-St. Luke's Medical Center in Chicago.
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This article reviews the major appraisal methods used in health care organizations and offers a competing "systems model" for conducting performance appraisals in pharmacy departments. The value of the proposed appraisal system is that it reminds management not to view the area of performance appraisal as "keep it simple." Rather, management should recognize that performance appraisal should be viewed as a system (more correctly, a subsystem) that interacts with and affects all parts of a pharmacy department's drug use system. The performance appraisal system is complex and dynamic, requiring a significant resource commitment from management and all workers within the department.
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For a quality management transformation to occur, a healthcare organization must focus on education and development, performance management, and recognition and reward systems during the first years of implementation. Education and development are perhaps the most important human resource management functions when implementing quality management principles and processes because behavioral changes will be required at all organizational levels. Specific programs that support an organization's quality management effort will vary but should include the conceptual, cultural, and technical aspects of quality management. The essence of quality management is to always satisfy the customer and to continuously improve the services and products the organization offers. The approach to performance management should therefore rely on customer feedback and satisfaction. An organization committed to quality management should base its performance management approach on customer orientation, process improvement, employee involvement, decision making with data, and continuous improvement. Managers and trustees are being challenged to provide innovative recognition and reward systems that reinforce the values and behaviors consistent with quality management. Such systems must also be aligned with the behaviors and outcomes that support the philosophy, mission, and values of the Catholic healthcare ministry. The following components should be considered for a recognition and reward system: base pay, incentives, benefits, and nonmonetary rewards.
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